1. Possible Sources of Dissatisfaction with Assembly Line Jobs Repetitiveness Involvement with only a Portion of the Total Production Cycle Limited Social Interaction with Others in the Workplace Lack of Control over the Job Physical Discomfort

2. Job Design n Specifying the tasks that make up a job for an individual or group n Involves determining u What is to be done (i.e., behaviors) u How it is to be done (i.e., tools etc.) u Why it is to be done (i.e., purpose)

3. General Approaches to Job Design n Biological u Make work safe, comfortable n Perceptual/Motor u Design equipment, layout, etc. to fit humans n Mechanistic u Job Specialization/Simplification n Motivational (Intrinsic Motives) u Make work more satisfying through Expansion F e.g., Rotation

4. Specific Approaches u The approaches described in the text differ in the degree of emphasis upon the technical vs. the psychological/social (human) aspects of work. u Examples of several countries provided.

5. The Social Information Processing Model n Goes beyond traditional approaches to include subjective factors which may affect workers’ perceptions of and responses to the design of their jobs. u Effects of information from other people n Helps explain differences in Task Significance for different people doing similar work.

6.  Faster learning  Higher level of skill  Pay only for needed skills  Less lost time changing jobs or tools Job Specialization Often Reduces Costs

7. Job Expansion (Motivational Approach) n Process of adding more variety to jobs n Intended to reduce boredom associated with labor specialization n Methods u Job Rotation u Job Enlargement u Job Enrichment u Employee Empowerment F Enrichment that includes Decision Making

8. Job Rotation GeriatricsPediatricsMaternity

9. Job Enlargement vs. Enrichment Present job Manually insert and solder six resistors Task #3 Lock printed circuit into fixture for next operation Task #2 Adhere labels to printed circuit board Control Test circuits after assembly Planning Participate in a cross- function quality- improvement team Enriched job Enlarged job

10. WorkmotivationGrowthsatisfactionGeneralsatisfactionWorkeffectiveness Job Characteristics Model Feedback from job Knowledge of results Skill variety Task identity Task significance Meaningfulness AutonomyResponsibility Individualdifferences CriticalPsychologicalStates Core Job CharacteristicsOutcomes

11. Job Diagnostic Survey Results This Class Nat’l Ave. Skill Var. 4.964.50 Task Ident. 5.345.00 Task Signif. 4.745.50 Autonomy 5.434.75 Feedback 5.145.00 MPS 145.26 120.00 (Previous MBA classes: 125-130, Undergrad classes: 105-110) (Previous MBA classes: 125-130, Undergrad classes: 105-110)

12. Ways to Redesign Jobs to Increase MPS Combine tasks so that a worker is responsible for doing a piece of work from start to finish. Skill variety Task identity Task significance A production worker is responsible for assembling a whole bicycle, not just attaching the handlebars. Group tasks into natural work units so that workers are responsible for an entire set of important activities rather than just a part of them. Task identity Task significance A computer programmer handles all programming requests from one division instead of one type of request from several different divisions. Allow workers to interact with customers or clients, and make workers responsible for managing these relationships and satisfying customers. Skill variety Autonomy Feedback A truck driver who delivers photocopiers not only sets them up but also trains customers in how to use them, handles customer billing, and responds to customer complaints. Vertically load jobs so that workers have more control over their work activities and higher levels of responsibility. Autonomy A corporate marketing analyst not only prepares marketing plans and reports but also decides when to update and revise them, checks them for errors, and presents them to upper management. Open feedback channels so that workers know how they are performing their jobs. Feedback In addition to knowing how many claims he handles per month, an insurance adjuster receives his clients’ responses to follow-up questionnaires that his company uses to measure client satisfaction. Change MadeJob DimensionExample

13. Obstacles to Job Enrichment n Costly layout and equipment changes may be needed n Training is typically needed n Short-term performance declines are normal n Some people have low “Growth Need Strength” n Employees may expect (and deserve) higher pay

14. Comparing Techniques is Difficult n MBO, Job Design, OB Mod all can increase: u Clarity of Goals u Feedback u Rewards